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The study seeks to unravel the factors that affect construction workers motivation and the
corresponding effect of the identified motivational factors on workers performance and overall
productivity. The survey revealed that, among the top ten critical factors (teamwork, work based on
contract, supervision based on leadership by example and provision of equipment) had great effect on
motivation as well as impact on productivity. More so communication, love and belongingness,
opportunity to undertake challenging task, identification with goal and overtime were among the critical
factors.
Key words: Motivation, frustration induced behaviour , performance, theory.
INTRODUCTION
When one thinks about it, the success of any facet of the
business can almost be traced to motivated employees.
This is especially true and important in today's turbulent
and often chaotic environment where commercial
success depends on employees using their full talents.
The ability to attract, retain and develop talented
employees is a key feature of a successful business.
People are an organization's most valuable asset and
this is especially true in relatively low-tech labour
intensive industries such as construction, but again,
people also represent the most difficult resource for
organizations to manage. Unlike physical assets, people
have their own individual needs which must be met and
habits which must be managed if they are to contribute to
organizational growth and development. They are
individuals who bring their own perspectives, values and
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their jobs; when they are satisfied; they strive for the
company's goals and aim (Latham, 1994; Egan, 1998).
The success of any organization depends on the ability of
managers to provide a motivating environment for its
employees. The challenge for managers today is to keep
the staff motivated and performing well in the workplace.
The manager has to know the behaviour of each
employee and what might motivate each one individually.
By understanding employees' needs, managers can
understand what rewards to use to motivate them. The
goal of most companies is to benefit from positive
employee behaviour in the workplace by promoting a
winwin situation for both the company and workers.
Conceptual clarifications
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Motivation
Concept of motivation
Every organisation is concerned with what should be
done to achieve sustained high levels of performance
through its workforce. This means giving close attention
to how individuals can best be motivated through means
such as incentives, rewards, leadership etc. and the
organisation context within which they carry out the work
(Armstrong, 2006). The study of motivation is concerned
basically with why people behave in a certain way. In
general it can be described as the direction and
persistence of action. It is concerned with why people
choose a particular course of action in preference to
others, and why they continue with chosen action, often
over a long period, and in the face of difficulties and
problems (Mullins, 2005). Motivation can therefore be
said to be at the heart of how innovative and productive
things get done within an organisation (Bloisi et al., 2003).
It has been established that motivation is concerned with
the factors that influence people to behave in certain
ways. Arnold et al. (1991) established three components
of motivation namely:
1. Direction: what the person is trying to do
2. Effort: how hard a person is trying
3. Persistence: how long a person keeps on trying
(Armstrong, 2006)
Characteristics of motivation
Mitchell (1982) quoted by Mullins (2005) identified four
common characteristics which underlie the definition of
motivation namely:
- Motivation is typified as an individual phenomenon:
Every person is unique and all the major theories of
motivation allow for this uniqueness to be demonstrated
in one way or the other.
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supervisor.
A displaced aggression set in when the direct attack is
not made because the source of frustration is not clear or
specific; the source is feared such as powerful superior.
The frustrated person finds an easier, safer person to
direct the aggression towards and some of the reactions
usually experienced are picking arguments with
colleagues, being short-tempered and shouting at
subordinates and kicking waste bins.
6. Regression: It is reverting to childish or more primitive
form of behavior. Examples of regression are sulking,
crying, tantrums, or kicking a broken machine or piece of
equipment.
7. Fixation: This is a persisting form of behavior which
has no adapting value, therefore actions are continued
repeatedly amounting to no positive result. The inability to
accept change or new ideas, repeatedly trying equipment
which will clearly not work and insisting on application for
promotion even though not qualified are examples of
fixation.
8. Withdrawal: It is apathy, giving up or resigning. Arriving
at work late and leaving earlier, sickness and
absenteeism, refusal to accept responsibility, avoiding
decision-making, passing work over to colleagues or
leaving the job undone (Mullins, 2005: 23).
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Extrinsic motivation
It is related to tangible rewards such as salary and fringe
benefits, security, promotion, contract of service, the work
environment and conditions of service. These are what
need to be done to or for people to motivate them. They
are often determined at the organisational level and may
be largely outside the control of the individual managers.
Extrinsic motivators can have an immediate and powerful
effect but will not necessarily last long (Mullins, 2005;
Armstrong, 2006).
Classification of motivation
The complex and variable nature of needs and expectations give rise to the following simplistic but useful,
broad three-fold classification of motivation to work
namely:
1. Economic reward: It is an instrumental orientation to
work and includes items such as pay, fringe benefits,
pension right, material goods and security.
2. Intrinsic satisfaction: This is a personal orientation to
work and concern with oneself. It is dependent on the
individual attitude and varies from person and
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LITERATURE REVIEW
Performance
Despite development in the project management technology workers are still the key players in the projects.
They determine the success or the failure of a project;
they define project goal, they plan organize, direct,
coordinate and monitor project activities. They also meet
project goals and objectives by using interpersonal and
organizational skills such as communication, delegation,
decision-making and negotiation (Yvonne du Plessis et
al., 2003). She adds In project environments, people can
be viewed as contributing problems and constraints or a
providing solution and opportunities, and concludes that
human resource management is a vital component of a
project. The emphasis is on the workforce and how
THEORETICAL FRAMEWORK
Theories of motivation
The various strategies of motivations are dictated by
established theories of motivation. Motivation is said to
vary over time and according to circumstances. The
following are the theories of motivation:
- Content theories
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Figure 3. Maslows hierarchy of need model (Mullins, 2005; Bloisi et al., 2003).
- Process theories
DISCUSSION
Content theories
These theories attempt to explain the specific things
which actually motivate the individual at work. These
theories are concerned with identifying peoples needs
and their relative strengths and the goal they pursue in
order to satisfy these needs. These theories place
emphasis on the nature of the needs and what motivates
individuals. The basis of these theories is the belief that
the content of motivation consists of needs (Mullin, 2005).
It is essentially about taking action to satisfy needs, and
identify the main needs that influence behaviour. An
unsatisfied need therefore, creates tension and a state of
disequilibrium and in order to restore balance, a goal that
will satisfy the need should be identified, and a behaviour
pathway that will lead to the achievement of the goal is
selected. Not all needs are important to an individual at a
time; some may provide a much more powerful drive
towards a goal than others. This is dependent on the
background and the present situation of the individual.
The complexity of needs is further increased because
there is no simple relation between needs and goals. The
same need can be satisfied by a number of different
goals, the stronger the need, the longer its duration and
the broader the range of possible goals (Armstrong,
2006). The various postulated content theories are:
- Maslows hierarchy of need theory
- Alderfers need modified theory
- Herzbergs two-factor theory
- McClellands achievement motivation theory
Maslows hierarchy of needs theory
Maslow (1943) made a basic proposition that people are
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Love
Esteem
Growth
Self- actualization
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Expectancy theory
Expectancy theory is a generic theory of motivation and
cannot be linked to a single writer. Motivation based on
expectancy theory focuses on a persons beliefs about
the relationships among effort, performance and rewards
for doing a job. There have been different versions of
which some are complex. Recent approaches to
expectancy theory have been associated with works of
Vroom (Mullins, 2005).
Vrooms expectancy theory
Vroom (1964) criticised Herzbergs two-factor theory as
being too dependent on the content and context of the
work roles of workers and offered an expectancy
approach to the study of motivation (Bloisi et al., 2003).
This theory therefore is aimed at work motivation and
based on three variables namely valence; instrumentality
and expectancy. This theory was centered on the idea
that people prefer certain outcomes from their behaviour
over others (Mullins, 2005). He proposed that individuals
will be motivated to achieve a desired goal as long as
they expect their actions will achieve the goal (Bloisi et
al., 2003).
Valence as a variable of this expectancy theory is the
feelings about a specific outcome or an anticipated
satisfaction from on outcome. It can further be explained
as the attractiveness of, or preference for a particular
outcome to an individual. This is derived from their own
right but usually derived from the other outcome to which
they are expected to lead of which accumulation of
wealth from money is an example (Mullins, 2005).
n
M= 1(E.V).
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Goal theory
Goal theory plays a key part in performance management
process and was evolved from the largely discredited
management-by-objective (MBO) approach. It was
postulated by Locke and Latham (1979) and they stated
that motivation and performance are higher when
individuals set specific goal, when accepted goals are
difficult, and when there is feedback on performance. The
basic premise of this theory is that peoples goals or
intentions play an important part in determining
behaviour. Goals guide peoples response and action by
directing work behaviour and performance, and lead to
certain feedback. Locke stressed that goal setting is
viewed as a motivational technique rather than a formal
theory of motivation. Erez and Zidon (1984) emphasised
the need for acceptance of and commitment to goal. This
emphasis was based on findings that, as long as they
agree, demanding goals lead to a better performance
than easy ones. Erez (1977) also stressed on the
importance of feedback as Robertson et al. (1992)
pointed out: Goals inform individuals to achieve
particular levels of performance, in order for them to
direct and evaluate their actions; while performance
feedback allows the individual to track how well an
individual has been doing in relation to the goal, so that, if
necessary adjustment in effort, direction or possibly task
strategies can be made (Armstrong, 2006). Individuals
with specific and difficult goals perform better than those
with vague and easier goals. This goes to confirm
Gratton (2000) stretch goals which are ambitious, highly
targeted opportunities for breakthrough improvement in
performance. Hannagan has suggested that at present
goal-setting is one of the most influential theories of work
motivation applicable to all cultures (Mullins, 2005)
(Figure 6).
Goal theory has a number of practical implications:
- Specific performance goals should be identified and set
in order to direct behaviour and maintain motivation
- The set goals should be challenging but at a realistic
level
- Complete, accurate and timely feedback and knowledge
of results is usually associated with high performance.
- Goals can be determined either by superior or
individuals themselves.
Equity theory
- Adams (1963) considered this theory from perceived
equitable rewards which are variations in satisfactions in
Porter and Lawler (1968) expectancy model. This theory
looked at the perception people have about the treatment
being given them in relation with others. Equity deals with
fairness compared to others and it involves feelings,
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De-motivational factors
- Lack of materials
- Lack of tools and equipment
- Incomplete drawings
- Overcrowding
- Poor site conditions
- Incompetent supervisor
- Rework and poor communication
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How employee
performance
motivation
affects
employees
RECOMMENDATIONS
1. They should provide an atmosphere for the attainment
of high productivity, which will in turn give employees a
feeling of satisfaction.
2. Employees should be given the opportunity to
contribute their ideas to the affairs of the organization as
this will boost their morale and consequently lead to
higher productivity.
3. Management should make positive effort towards
improving and maintaining effective communication
system between the three levels of management (top,
middle and low) and subordinates, so that workers will be
acquitted of what is expected of them by the
management.
4. Employees should be promoted when due in order to
ensure better job performance.
5. Management should make efforts to improve salaries,
working conditions, job security, job dissatisfaction and
poor supervision to certain standard that will make
employees feel happy about their job.
6. Managers should hold out the promise of reward once
the objective is achieved, because behaviour, which is
perceived to be rewarded, will tend to be repeated.
7. Management should try to make materials and
equipments that will enhance effective performance of
workers available.
8. Management should also use merit award for
difference displayed in the performance of a job by an
employee.
9. Employees should be given the opportunity to take part
in training programmes to help them improve their skills
and knowledge on the jobs.
10. Finally, functional recreational facilities should be
provided for employees relaxation.
Conflict of Interests
The author has not declared any conflict of interests.
REFERENCES
Armstrong M (2006). Human Resource Management Practice, Kogan
Page, Pp. 251-269.
Basson G, Garruthers M, Kruger D, Du Plessis Y, Visser K, Steyn H,
Prozesky-Kuschke B, Van Eck S (2003). Project Management A
Multi-Disciplinary Approach, FPM Publishing, South Africa.
Bloisi W, Cook CW, Hunsaker PL (2003). Management and
Organisational Behaviour, McGraw-Hill, pp.169-208.
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